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Home / Healthcare & Medicine / Care / Capacity Building: Core Competencies for Health Promotion / Public-Private Partnership

Public-Private Partnership

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14.1
Now, I’d like to move on to a new topic. Public-Private Partnership. As I mentioned in the second part, public-private partnership is getting more attention for health promotion, and other health programs. In this partnership, both sectors are expected to gain returns after investment. And I’d like to show you two cases for this public-private partnership. It offers monetary and non-monetary advantages for the public sector. It addresses the limited funding resources for local infrastructure on development projects of public sector. Thereby allowing their allocation of public founds for other local priorities. A mechanism to distribute project to risks to both public and private sector.
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Public-private partnership is geared for both sectors to gain improved efficiency, and projecting implementation processes in delivering services to the public. This is the first case from Taiwan. The WHO Healthy Cities projects are well known in health promotion. In Taiwan, many cities have promoted healthy cities projects since 2002 . In this project, the healthy cities network was enacted directly by the government but academic experts and NGOs are also join, private sectors also involved. There are six common characteristics, and intersectoral action is one of them, which is very very important. Taiwan Alliance for Healthy Cities (TAHC). It was established in 2008. This is a wide-reaching partnership to connect governmental departments and other partners, including private sector.
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Its responsibilities were taken by three groups. The first one is research and development group. They collected data and they worked for monitoring and evaluation. The second group is events and training group. They worked to planning for education and training for healthy cities. The last one is award evaluation group. They also work to planning and selecting awards for healthy cities, and they created a lot of awards for this work. And for the private sector, they created health industry awards for culture, leisure and creative industries. This is because these private industries contribute to encouraging health self-cultivation. A similar award system is also conducted in Japan. We have healthy company program.
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And Ministry of Industry and gave good awards to the companies where they have health promotion program for their employees. This figure shows the sources of healthy cities profile in Taiwan. In addition to the contribution from the public sector, they hear the voices of the citizens and they gather opinions, ideas from them, from experts, from private sector. And in this way they made the maximum use of sources from many parts of Taiwan. So in six years, leaders from Taiwan’s local government in healthy cities networks have integrated the healthy city concepts into their governance models. They actively combined various resources from private sectors, too. And using this method, it resulted in promoting heath in Taiwan.
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Both the public and private sector obtained their result after investment. And this work is published in academic journal. And that’s why I can introduce this work with confidence because it is nicely peer-reviewed. The next case is partnership between private university and public services in Australia. Similar partnership must be very common in Taiwan, too. Private university must have made a lot of contributions for health promotion by working together with the public service sectors. But not many were published in academic journals. In this case of Australia, are they looked important of the research funding? These days, in many parts of the world, the money goes to collaborations and partnerships between knowledge users and researchers.
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When university created good knowledge by research, the public sector can make the best use of it. So, this kind of partnerships benefits both. This research was conducted in 2014, under a partnership between private university Menzies Institute for Medical Research, University of Tasmania and public sector Tasmanian State Service. And they used mixed-methods approach for evaluation with the work of health promotion which targets 20,000 public sector employees. The objective was to investigate partnership between policymakers and academics of private universities and tried to identify strategies that enabled the project to deliver key outcomes. After the evaluation, the research found the trust is important. And the trust was built naturally between the private and public sectors.
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They found that flexibility and respect, these two were the key factors who enabling effective partnership between them. And one public officer said ‘‘There was some flexibility there ,and what we would and wouldn’t do. We were very successful. We are flexible. So we weren’t locked into this. ‘This is the only way forward to the end point.’ “ And the importance of flexibility and respect, this may be true to many partnership programs.

Dr. Jimba will introduce a Public-Private Partnership with three cases.

First, he will give the introduction. Then he will explain an example that many cities in Taiwan promoted healthy cities projects. In this project, the healthy cities network was enacted directly by the government but academic experts, NGOs. They observed for 6 years and check the results.

The next case is a partnership between private universities and the public service in Australia. In many parts of the world. research funding is increasing for collaborations and partnerships between knowledge users and researchers. So, such partnerships are beneficial if the university can show new findings that are socially and contextually useful for any health practice and policy.

Another research was conducted in 2014 under a partnership between private sector Menzies Institute for Medical Research, University of Tasmania, and public sector Tasmania State Service. A mixed-methods study was conducted to evaluate a health promotion program that targets 20,000 public sector employees. The objective was to investigate partnerships between policymakers and academics and to identify strategies that enabled the project to deliver key outcomes. Dr. Jimba will then conclude with their achievements.

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Capacity Building: Core Competencies for Health Promotion
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